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Combining purposeful leadership and broad engagement helps leaders shape their company’s culture — instead of allowing the culture to shape the company.
Boards increasingly recognize the importance of addressing environmental, social, and governance concerns to ensure long-term success. But they may be overlooking crucial matters of talent that can help to optimize their efforts.
Given current and future trends, the demand is likely to rise significantly in the coming years for the formidable competencies that healthcare leaders possess—and the talent pool is deep.
Outstanding audit chairs exhibit three leadership attributes that together help them thrive in an environment of heightened risk and increasing responsibility for oversight.
A survey of senior executives in the Asia Pacific region examines companies’ willingness to retain or change reporting-line structures, and the talent factors driving these important decisions.
A closer look at the unique dynamics of Asian boards suggests ways that boards in the region can improve their diversity of thinking—and their impact on corporate performance.
Incremental improvement is not enough to stay ahead of disruptive competitors. Winning requires continual transformation.
An exclusive conversation with Lord Michael Hastings, global head of citizenship at KPMG International, on the board's role in ensuring good citizenship is embedded in the company.
Companies must ensure their board governance is effective and high performing. But how do you know if you have a problem, and what can you do about it?
Research into leadership behavior identifies 8 archetypes that can help senior executives better understand their strengths, weaknesses, and blind spots.
Watch the McKinsey interview with Heidrick & Struggles’ CEO Tracy Wolstencroft on the art and science of leadership in an uncertain world.
Heidrick and Struggles' second annual survey of multinational executives with responsibility over China operations finds companies remain optimistic about the country’s prospects despite slower growth and heightened competition.
Real CEOs exude confidence, radiate certainty, and act decisively. Or do they?
Organizations that are able to seek out and grapple with multiple points of view — and then act on what they learn — create lasting value. An excerpt from The Success Formula by Andrew Kakabadse.
Too often, boards of directors neglect the impact of talent strategy on corporate health. Asking the right questions can help ensure sufficient leadership competencies and smooth transitions.
In this Boardroom Briefing, we examine what it will take for companies, boards, search professionals, CHROs and the educational sector to ensure that every opportunity is taken to enrich and develop the talent pipeline with women leaders.
Five leadership skills can help oil and gas companies weather the current downturn in oil prices, and transform the energy renaissance of recent years into a global energy reformation.
Consumer spending in Asia is expected to grow exponentially, much of it driven by a new generation of online shoppers. The number of people connected to the Internet around the world has grown from 1% of the global population in 1995 to 40% last year. By the end of this year, some 3 billion people will be online. Half of them will be in Asia.
What sort of leaders are Australian and New Zealand companies looking for in an environment of ongoing, disruptive change? Putting this question to 62 chairs, directors, CEOs and other C-suite executives, three broad themes emerged: Experience, Innovation and People Performance.
Todays CEOs face challenges that continue to evolve with unprecedented speed. Unstable markets, greater regulation, heightened public pressure, impact of social media, new technology, and data security, to name a few, all create new areas of risk and opportunity.